Leadership. Is there an App for that?

honey its me

There’s an app for just about everything these days. Some of them are useful, such as an alarm clock app, GPS map apps, email apps, Passbook for storing airline boarding passes and concert tickets, The Economist app for international insights, Skype and What’sApp for communicating free over the internet.  Some are entertaining (and maddening at times) such as Candy Crush, Solitare, Mah Jung.

Others are downright weird. Such as “Honey, It’s Me”, a Korean app which features a lovely young Korean girl, Mina, as your digital girlfriend who leaves you wake up messages and other messages for the lonely during the day. And it gets even weirder with the iFart Mobile app, which transforms your iPhone into a virtual fart machine. Good for laughs, or so they say.

My latest research shows that as of July 2015, on the various app stores (Google play, Apple store, Amazon, etc.) there are over 4 million apps available for download on mobile platforms. And the number is growing daily.

Leadership Apps?

And sure enough, there are apps on leadership.  Dale Carnegie Training has several leadership apps; Personal Leadership, Team Leadership, Company Leadership, and the Secrets of Success in English, arabic, Portuguese and Spanish. There is Speak Like a CEO from McGraw-Hill supposedly giving you the secrets for better communication in any business environment. Numerous other so-called leadership apps deliver articles and summaries from books on leadership, some provide a leadership self-test followed by standard developmental reading.

Did Gordon Bethune use a leadership app to dramatically turnaround Continental Airlines (From Worst to First)? Did Jack Welch use a leadership app to grow GE from a market value of $2o billion to over $400 billion in 20 years. Did Tony Hseih use a leadership app to build Zappos to $1 billion in sales in just 10 years?  Did Reed Hastings use a leadership app to keep growing and innovating at Netflix?

Okay, apps weren’t even around during the time of Jack Welch and Gordon Bethune, but you get the point.

There is no shortcut or cliff-notes for effective leadership.

Leadership is a journey from novice to master that requires facing tough situations, making difficult choices, and learning from mistakes.  It also takes a healthy dose of understanding of personal strengths and weaknesses. You don’t get those by reading a book or glancing at your iPhone.

You develop leadership acumen through leading, not reading.

Those who really want to improve their leadership don’t just go to Advanced Management Courses at a top business school.  The best leadership learning is experiential.  They volunteer for the toughest jobs in the company.  They willingly raise their hand to clean up the messes of poor M&A integration, failed ERP implementations, opening new regions far from headquarters, creating new markets and products. They get up to their eyeballs in the issues, both business issues and people issues. The don’t give up. They are willing to pull the plug rather than throw good money after bad. They take the decisions others avoid. They lead long before acquiring the title of leader.

Mission – Command – Control

mission commandThe US Army and Marine Corps (and other modern military forces)  drill into all its officers the process of Mission – Command – Control through constant case studies, war games and simulations. And scenario planning is great for knowing what to do if . . .  But on the battlefield or deep behind enemy lines almost every time there isn’t a well rehearsed scenario to fit the current situation that has just gone haywire.  That’s were the Mission comes in. In the Mission – Command – Control process the only constant is the mission. Command orders may change due to updated intelligence information. And often the control structure shifts rapidly as the “boss” is taken out of action. Plans often change, but the mission (and the values that go along with it) remain as the key guiding principle.

Every boxer has a plan, until they get punched in the face.  ~Mohammed Ali

If more business leaders would clearly articulate the mission and the leadership values, it would be easier to make better decisions in the field. Remember the core principles of how leaders behave in this company – if you don’t have these principles, you get behaviour formed from however the person grew up or from his/her last company. And lack of alignment among the leaders is a recipe for disaster.

And by the way, make profit is not the mission, that’s a result of a successful business mission.

Something to think about next time your iPhone pings you!

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,  Business Books Website

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

John also writes thriller novels!

 

 

About johnrchildress

John Childress is currently Visiting Professor in Strategy and Culture at IE Business School in Madrid and a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at john@johnrchildress.com or john.childress@theprincipiagroup.com
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